Amat Victoria Curam
14 March 2020
Best practices in risk mitigation for Covid-19 are emerging. Enterprise leadership is called upon to act in these uncertain times.
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Unprecidented actions by governments to deal with the evolving Covid-19 pandemic, with both intended and unintended consequences are leaving many distressed. In dealing with the triple threats of health, societal and business continuity, leadership has never been more important.
"Management is doing things right; leadership is doing the right things."
Peter F. Drucker
Varying signals from authorities point to “flattening the curve” of the spike in infections so as not to overrun the health system. A secondary goal is to maintain some level of continuity in society and related commerce, preserving employement and production, education progress and welfare of individuals generally.
For business, the management and leadership challenge presented by Covid-19 and the evolving agenda is complex, stressful, and of uncertain duration.
There are a set of emerging “best practices” which I’ll endevour to present here, but a key aspect is that continuity in business, society and the economy in general is about people ... and according to the CDC people are suffering, even if they are physically healthy:
Source: CDC
Another key consideration for business is the potential for “business continuity” insurance not to apply in a pandemic – businesses should check their policies but many may be without cover and on their own to manage their situation.
Some specific pratices being deployed by various businesses around the world include:
Establish a management regime:
Assemble a cross-functional emergency management team (EMT) to plan and direct the response, handle issues and optimise the business’ situation. Depending on the size of the business and complexity of the risk agenda this might be the exec team or a group of senior leaders with the mandate to assess risk and recommend actions. Sample issues may include employee rostering & leaves, health and safety preparedness, internal and external communications, supplier relationships, technology support, and legal compliance. Baker Mackenzie recommend that as the situation continues to develop, it will become increasingly important to have a single team that is aware of all potential virus-related issues for consistency and precedent-setting purposes;
The team should include responsible persons from the relevant departments (e.g., HR, IT, legal, communications, marketing, sales, finance, operations, procurement, etc.), and should be or have access to decision makers who can make immediate decisions on office closures, leave requests, working from home policies, etc.
Reinforce communications:
The EMT should meet regularly (every 24-72 hours), driven by decision cycles as well as by events;
Establish a process to communicate information to employees and business partners on response plans and latest COVID-19 information. Anticipate employee anxiety, rumors, and misinformation, market development, government measures, and plan communications accordingly;
Regular communications to key stakeholders will provide assurance and reinforce leadership’s presence during the emergency period. This should also provide for two-way communications – allowing the EMT to keep a finger on the pulse of the organisation and its stakeholders;
Establish emergency/real-time notifications for alerts regarding potential exposures, site status, other notifications involving daily planning and intended actions as required;
Communicate regularly with key suppliers to help ensure product availability and sourcing options in the event certain geographies are unable to produce or ship, mitigate as necessary;
Employees and other stakeholders should be involved in planning and evaluation of plans as outlined below – as in any change management situation those affected are best served by knowing they have some control over their destiny;
Assess Risk
Identify possible work-related exposure and health risks to your employees;
Review human resources policies to make sure that policies and practices are consistent with public health recommendations, consistent with existing workplace laws, and provide the levers you need to act in the best interests of all stakeholders;
Identify essential business functions, essential jobs or roles, and critical elements within your supply chains (e.g., raw materials, suppliers, subcontractor services/products, and logistics) required to maintain business operations. Plan for how your business will operate if there is increasing absenteeism or these supply chains are interrupted;
Monitor the relevant health guidelines from the relevant government and non-government authorities;
Develop Plans and Contingency Plans
Plan and execute “social distancing”
Experiment and enact “work from home”/work remotely practices, work to resolve telecommuting technological difficulties (WiFi availability, file access, information exchanges, virtual meeting, etc);
Develop rosters for employees and contractors that provide lower office density, and allow for scheduling face-to-face meetings as necessary;
Limit visitors, to minimise interpersonal density and optimise use of site hygene and other risk-management practices. If possible institute site screening that tests for symptoms and potential exposure for clearance PRIOR to presenting to the site, or in an isolated position on/near your site;
Eliminate face-to-face job interviews and meetings with external parties, deploy video conferencing;
Restrict travel to domestic, and vehicle-based for employees and contractors. Air and other transit travel (bus, train) by exception, with approval from EMT;
Cancel company events and large gatherings. Cancel company-sponsored attendance at external events;
In hospitality situations, configure seating for separation and low density, limit gatherings to 100 persons per venue;
Execute hightened hygene measures:
Ramp up cleaning services at sites and public outlets/stores, make hand sanitizer widely available, for example at reception, in meeting rooms and at the front entrances and at all cash registers;
Allow for additional rostered hours for cleaners to support the above;
Stop all food sampling in retail situations;
Assist team members in need:
Communicate telemedicine options available for team members;
Instruct team members to self isolate if feeling unwell, exhibiting symptoms, or suspect exposure. Put in place extended sick leave as required to remove financial angst and social stigma;
Determine how you will operate if absenteeism spikes from increases in sick employees, those who stay home to care for sick family members, and those who must stay home to watch their children if dismissed from school. Businesses and other employers should prepare to institute flexible workplace and leave policies for these employees.
Businesses that are well led have the potential to mitigate pandemic effects for their stakeholders and society in general. Each set of business principals will need to determine the level of energy to put into risk mitigation, and these represent sample practices already in play.
“Victory Loves Preparation”
Sources:
www.rte.ie/news/business/2020/0312/1121861-business-reaction-covid/
www.bakermckenzie.com/en/insight/publications/2020/03/covid19-essential-action-items
Centers for Disease Control and Prevention
www.nytimes.com/2020/03/05/business/coronavirus-offices-covid-19.html
qctimes.com/business/covid--pandemic-what-are-businesses-doing-to-cope/article_19857805-6614-5615-ad97-39dc49a08c11.html